Al3x_019

@pandaa Hi

Deleting in 24 hrs, whoever Iikes and says “hi”, we’ll send you a surprise dm! 🐼

@edeljuarez @TELMEXSoluciona Es huev... flojera de sus instaladores subcontratados, a mi me aplicaron la misma hasta que les hice un desm... relajo con su call center y al final me conectaron al poste que me tocaba

Oye @TELMEXSoluciona pedí cambio de domicilio, llevo AÑOS con mi línea, fui a la oficina revisaron cobertura y me dijeron que sí, mandaron al técnico y resulta que siempre no porque está lejos el poste que tiene espacio. ¿De verdad no hay modo de solucionar algo así? 🤔

Un verdadero fan de los Simpsons no ha visto un capítulo nuevo de los Simpsons en años .

La mejor web para seguir a la Artemis II cada minuto Pero que pedazo de dashboard 🫡 artemis-ii-tracker.com

@Reforma No viene Cristiano, empatan 0-0... Los Simpsons lo hicieron de nuevo

🔴#ÚltimaHora🔴SSC informó que un aficionado en estado de ebriedad perdió la vida luego de que intentó bajar brincando del segundo al primer nivel en la zona de palcos del Estadio Banorte

@SirHijoDPuta Es el reflejo del cerro en una gota de agua que está en el parabrisas

Acabo de ver esto manejando por la carretera... ¿Alguien más ve lo mismo que yo o me estoy volviendo loco?"

An incredible moment — a Boeing 747 at 35,000 ft overtaking a Boeing 737 at 37,000 ft, captured from a 777 at 33,000 ft.

@laureanodelabri Gris

Mañana se compra el piso del patiecito y esta es la discusión. Me interesa su opinion y/o sugerencias.

Basta

La gente que nació entre 1975 y 1999 pertenece a una generación verdaderamente irrepetible. No por moda, no por ego… sino por historia vivida. Nacimos justo entre dos mundos. Antes de que el internet dominara todo, pero lo suficientemente a tiempo para adaptarnos cuando llegó. Crecimos sin pantallas táctiles, pero aprendimos a usarlas. Jugamos en la calle hasta que oscurecía… y luego vimos cómo el mundo se volvía digital. La generación anterior nos enseñó el valor del esfuerzo, la disciplina, la constancia, el respeto y la palabra. La siguiente nos mostró el trabajo inteligente, la rapidez, la innovación y la tecnología. Y nosotros… aprendimos de ambas. Vimos pasar la historia frente a nuestros ojos: 📻 la radio 📺 la televisión 🎮 Mario Bros 📼 cassettes y VHS 📀 DVD 📱 Nokia 🕹️ Nintendo y PlayStation 🏬 los videoclubs 📲 Netflix, Snapchat 🤖 y ahora la realidad virtual Somos la generación que recuerda y razona. Que respeta la tradición, pero no tiene miedo de cuestionarla. Que piensa antes de creer y analiza antes de seguir. Los de antes no preguntaban. Los de después muchas veces no recuerdan de dónde viene todo. Somos el puente entre la era industrial y la era del internet. Entendemos ambos lados porque los vivimos, no porque nos los contaron. Por eso esta generación debería estar moviendo el mundo. Porque los de antes ya no ven lo que está pasando… y los que vienen no siempre saben de dónde salió lo que hoy tienen. Somos la generación que conecta el pasado con el futuro. Y eso… no se aprende, se vive…

Math

2026: “Have you seen Moltbook?” 2032:

Our newest AI accelerator Maia 200 is now online in Azure. Designed for industry-leading inference efficiency, it delivers 30% better performance per dollar than current systems. And with 10+ PFLOPS FP4 throughput, ~5 PFLOPS FP8, and 216GB HBM3e with 7TB/s of memory bandwidth it's optimized for large-scale AI workloads. It joins our broader portfolio of CPUs, GPUs, and custom accelerators, giving customers more options to run advanced AI workloads faster and more cost-effectively on Azure.

"Why does our top performer get the worst reviews?" the boss asked. I was reviewing their annual performance data. "Show me," I said. She pulled up the ratings. Diana: 2.8 out of 5. Below average on "collaboration." Low marks for "team player." "What's her actual performance?" I asked. "Exceeded every target. Landed our biggest client. Trained three new hires." "So why the low scores?" "Her peer reviews are dragging her down." I scanned the comments. "Too direct." "Challenges ideas too much." "Not supportive enough." "Let me talk to Diana," I said. "I used to give honest feedback," Diana told me. "Said our pricing model was broken. Got dinged for 'negativity.'" "What happened with the pricing?" "They finally fixed it six months later. After we lost two major accounts." "What else?" "I questioned why we needed eleven approvals for a simple contract change. Manager said I wasn't being collaborative." "Are you still giving feedback?" "No. I learned my lesson. Now I smile. Nod. Say everything's great. My reviews are improving." "But nothing's actually improving?" "We're making the same mistakes. Just with better vibes." She chuckled. I went back to the boss. "Your review system doesn't measure performance," I said. "It measures compliance." "That's not true." "When was the last time someone got promoted for challenging bad ideas?" Silence. "When did someone get rewarded for preventing a mistake?" More silence. "You've trained your best people to stay quiet. And your mediocre people to stay nice." A few months later, they redesigned the system. Added a category: "Constructive Challenge." Points for identifying problems early. Rewards for preventing costly mistakes. Diana got promoted. "What changed?" I asked the boss. "We stopped confusing agreement with alignment. Stopped mistaking silence for harmony." "And?" "Turns out our 'difficult' people were our most valuable. They actually cared enough to speak up." Here's the truth about performance reviews: Most companies don't reward performance. They reward performance theater. The person who says the meeting was great beats the person who says it wasted an hour. The person who agrees with bad ideas beats the person who prevents disasters. You think you're measuring contribution. You're measuring conformity. And your best people? They've already figured out the game. They're just deciding whether to play it or find somewhere that values truth over comfort.

El odio a los Project managers viene, porque en algunas compañías ellos son los jefes de los programadores cuando en realidad ellos sólo deben ser los jefes de los proyectos. Los programadores deben de tener como jefe a una persona que sepa programar y que haya hecho proyectos exitosos para que los pueda guiar.

Voy tarde en esto, pero, lo único peor que el CGI de House of Dragon, son las actuaciones de los personajes secundarios.

Tap the post to see Interstellar.

The microservices conversation nobody wants to have: Your 8-person team now maintains: - 23 services - 23 CI/CD pipelines - 23 sets of dependencies to update - 23 potential points of failure - 1 person who understands how it all connects That person is on vacation. Amazon can do microservices because they have 10,000 engineers. You have 8. You're not building Netflix architecture. You're building job security for the one person who set this up. A well-structured monolith with clear boundaries beats a microservices mess every single time.

The Slide My CFO flagged an expense last quarter. $847,000. "Employee Experience." He asked what we got for it. I showed him the slide. The slide had photos. A coffee bar. A ping pong table. A nap pod. A kombucha tap. He asked if employees use these things. I said, "That's not the point." The coffee bar costs $12,000 per month. Average daily usage: 7 cups. That's $57 per cup. The Starbucks downstairs charges $6. But Starbucks doesn't appear on the "Culture Investment" slide. Our coffee bar does. With a photo. Of an employee smiling. We paid for that photo. The photographer cost $4,000. The employee was an intern. The intern doesn't work here anymore. But the photo lives forever. On the slide. The nap pod was $14,000. Usage data: 3 naps per week. Across 2,400 employees. That's 0.00125 naps per employee per week. But the nap pod was featured in Business Insider. "Companies That Actually Care About Employee Wellbeing." We made the list. The list cost $14,000. And a press release. The press release cost $8,000. Total investment in "caring about wellbeing": $22,000. Total investment in actual wellbeing: $0. But perception is reality.

New dawn, new day, new year. Onward to the Moon in 2026!